John Benjamin: The path to success is paved with good questions

I believe that there are two skills which, if every employee had, regardless of their level in the company, the company would run more smoothly and more profitably. These two skills are: asking great questions and problem solving.

These two skills go hand in hand. It is impossible to resolve a problem without asking questions, and the better the questions, the faster the solution. Asking the right questions can also avoid problems in the first place.

Both are skills that can be learned. But they do require a willingness to follow a sensible progression through a set of tools and belief in the answers they produce. Couple this with a dash of persistence, and you have a problem-solving machine. Think “CSI” for the workplace.

Here are four basic problem-solving tools that you can use with little or no training:

The 5 Whys: This is a system evolved by Toyota. To use this tool, state the problem and the first reason it could occur. Now ask why that would occur. Now ask why that would occur. Repeat this four more times, and you should be very close to the real root cause of the problem.

If the first why generated several possibilities, you’ll need to go through the exercise for each one. You could end up with several potential root causes that need to be explored. This exercise is a great place to start from because it is quick; it helps you understand the complexity of the problem; and it can often lead to a solution.

A Process Map: This tool can also be great to solve a problem quickly. Creating a process map involves the whole team that is impacted by the problem daily; yes, you must have all the players represented.

Using sticky notes, my preferred method, make one note for each unique step of the process. Put these notes up on the wall where everyone can see them and keep adding and subtracting notes until you all agree on the process the way it actually is today.

Using the process map, review the problem and determine where in the process the problem could come from. Then using other tools start to test these possibilities.

An Ishikawa Diagram or Fishbone diagram: This is another simple tool that can be used to determine possible causes of the problem. Starting at the head of the fish, the problem is stated. A horizontal line extending from the head to the tail is drawn, and in the classical model, three lines extend up from this horizontal line and three extend down. Each of these lines represents a class of items that could cause or contribute to the problem. These are areas like materials, machines, specifications, personnel and so on. The result of this exercise is a list of potential causes that need to be investigated.

Great Questions: These are critical to this process, and listening to the answers is crucial. Albert Einstein said that a problem well-defined is mostly solved. To get to the real root of an issue, you need to ask questions and see where the answers take you.

Great questions revolve around who, what, why, when and where. In fact, simple questions are preferred. If you are not taking the time to define the problem using some form of who, what, why, when and where you are wasting your time solving the wrong thing.

There are other more advanced tools that can be used for problem solving and for developing critical thinking and questioning skills. These four tools are a good start down the road to successful problem solving.